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Mott Community College

Mott Community College. Board of Trustees Committee of the Whole Meeting January 22, 2007 2006-07 AMENDED BUDGETS. RELEVANT BOARD POLICIES:

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Mott Community College

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  1. Mott Community College Board of Trustees Committee of the Whole Meeting January 22, 2007 2006-07 AMENDED BUDGETS

  2. RELEVANT BOARD POLICIES: • 3100 Budget Adoption. “Budget revisions will be brought forward for Board action as necessary, but not less than twice per year in January and June.” • 3920,3930 Financial Stability, Fiscal Reserves. “The College will designate and set aside appropriate fund reserves to support plans for long-term capital and operating commitments.” • 5100 Compensation Philosophy. “The Board has determined based on long-term budget projections, and other related budget data, that total compensation/ benefits should not exceed 77% of the total operating budget.”

  3. Budget Principles: • Budget must support Strategic Plans • Minimize/Offset Impact on Students • Avoid Overall Reduction in Staffing • Maintain Fund Balance/Reserves

  4. FY2006-07 AMENDED BUDGETS

  5. GENERAL FUND - Budget amendment process overview • FY2005-06 Audit results-beginning balances for FY2006-07 updated • Adjusted enrollment expectations • Student affordability/access - no mid-year tuition increase • Contingency built in to anticipate mid-year cut (executive order) in state aid revenue • Significant increase in Ballenger Trust income distributions • Every revenue line item reviewed and budgets revised accordingly

  6. GENERAL FUND – Budget amendment process overview • No change in # of authorized FTEs (446) • No change in short-term savings strategy using vacant authorized position budgets • Last summer’s bargaining results built in • Fair share rebate payments 12/06 included • Input from managers on necessary line item adjustments

  7. GENERAL FUND – Budget amendment process overview • Total compensation cost is at Board policy limit of 77% • Maintains commitment to contribute capital outlay funding, and build reserves toward Board policy targets • 7-Year Forecast updated to reflect 2006-07 amended budgets

  8. GENERAL FUND • REVENUE ADJUSTMENTS: • Tuition & Fees -$876 thousand (-3.6% adj.) • Enrollment below budgeted levels • Property Taxes -122 thousand (-1/2% adj.) • Consumers Energy tax appeal refunds • Ballenger Trust +$942 thousand (+125.6% adj.) • Court-approved change in distribution method • Other Revenue +$58 thousand (+2.7% adj.) • Interest income, indirect cost recovery • =Net +$3 thousand change to revenues Negligible change from June 2006 budget

  9. GENERAL FUND • EXPENDITURE ADJUSTMENTS: • Salaries & Wages, and Fringe Benefits+$514 thousand • Terms of new faculty CBA, Dec’06 Fair Share Employee Rebates • Utilities & Insurance-$16 thousand • Heating costs down, offset by 12% electricity cost hike Jan’07 • Operations/Communications-$269 thousand • Timing of strategic initiative/AQIP projects • Other Categories -$5 thousand net • Budget transfers, reallocation of discretionary savings • =Net +$224 thousand (+0.35%) increase from June 2006 budget

  10. GENERAL FUND • NET RESULTS OF BUDGET AMENDMENT: • Balanced budget with very small surplus expected • Surplus of $89K: -$221 thousand less than initial budget (mainly due to non-recurring expenses, i.e. fair share rebates) • FUND BALANCE of $6.1M : +$1.0M (+20.6%) more than initial budget (mainly due to June 30, 2006 required prior period balance sheet adjustment)

  11. GENERAL FUND Target = 5% - 10% of Expenditure budget

  12. STATE AID UPDATE

  13. MICHIGAN’S ECONOMIC OUTLOOK According to the House and Senate Fiscal Agencies (Jan.2007)… • The state has lost an average of 1,850 jobs per month over the past year. Employment is approximately the same level as in 2003 • Unemployment predicted to get worse through 2008 • Of the total nationwide decline in manufacturing employment over the past 12 months, Michigan’s manufacturing employment losses accounted for 70% of them • Soft housing market

  14. MICHIGAN’S ECONOMIC OUTLOOK According to the House and Senate Fiscal Agencies (Jan.2007)… • Last Q of 2006 tax revenues worse than predicted; The GF/GP fund for FY06 is estimated to close out at $102.6 million worse than thought when the FY07 budget was built • 2007 spending pressures: DHS caseloads, lower tobacco settlement $, health care costs in corrections system • Inflation is expected to be relatively low: Detroit CPI projected at 3.0% for 2006, 1.4%-1.7% for 2007 and 2.1%-2.5%% for 2008

  15. MICHIGAN’S ECONOMIC OUTLOOK According to the House and Senate Fiscal Agencies (Jan.2007)… • The GF/GP projected deficit for 2007 is -$0.4 billion million (5% of a $9 billion budget) • SBT expires at end of 2007, leaving another $1 Billion potential hole • Even if SBT is fully replaced, the state’s General Fund/General Purpose revenue is projected to grow by only 0.3% into 2008

  16. Data as of January 2007; Source – MCC Audited Financial Statements and Budgets

  17. General Fund Revenues by Source Tuition and Fees, Property Taxes and Ballenger Trust have grown, while state appropriations and grants & other have decreased.

  18. GENERAL FUND REVENUES BY PROPORTION

  19. MCC ranks 6th of 8 among peers (below average) for taxable value and operating millage rate.

  20. OTHER BUDGETARY FUNDS

  21. AMENDED “OTHER FUNDS” FY06-07 BUDGETS • Main Point is Impact on Operating Budget: • Designated Fund—$2 million budget • (Scholarships, Student Enrichment, Copy Machines, Paid Parking, Designated Technology Fee) • $ 347,000 funded with General Fund budget (expense) • Auxiliary Enterprise Fund--$667,000 budget • (Catering,Vending, Bookstore, Computer Lab Printing, Lapeer Campus Auxiliary) • $346,000 net “profit” supplements General Fund (revenue)

  22. AMENDED “OTHER FUNDS” FY06-07 BUDGETS • Main Point is Impact on Operating Budget: • Debt Retirement Fund—no General Fund impact • 0.69 mill levy (calculated each yr) restricted for bond debt repayment • Capital Funds—repair, upgrade of buildings, equipment, technology, vehicles ($99 million in net value) • Instructional Technology Fee = $1 Million per year • $1.8 million per year planned transfer from General Fund still needed ; 06-07 transfer lower at $1.2 million because of early transfer in 05-06 • $15 million in Series 2006 Bond Proceeds funding projects through FY06-07 and into FY07-08

  23. 7-YEAR FORECAST

  24. Seven Year Forecast – Updated January 2007 This forecast shows -$2.4M projected initially for FY07-08, and -$23M at the end of FY12-13, assuming millage renewal in 07-08, and before steps are taken to balance these budgets. It shows what would happen if current trends were to continue. MCC must implement a balanced budget each year.

  25. 7-YEAR FORECAST What changed from June 2006 to Jan. 2007 forecast? • Property Taxes -- Lowered future expected rate of increase in property values to avg 4.3% over 7 yrs • Tuition and Fees -- Lowered future expected rate of increase due to leveling off enrollment trend • Other Revenues -- Increased by approx. $1M/yr due to change in Ballenger Trust distribution income • Extended forecast to FY12-13 =REVENUES: $16 M higher than Jun’06 forecast

  26. 7-YEAR FORECAST What changed from June 2006 to January 2007 forecast? • Salaries & Fringes -- results of latest bargaining contracts increased some pay scales but lowered benefits costs • Non-Salary Lines – lowered discretionary spending budgets based on revised 2006-07 budgeted spending • Extended forecast to FY12-13 EXPENDITURES = $18 million higher over 7 years than Jun’06 forecast

  27. 7-YEAR FORECAST • Bottom Line • Current Forecast is -$23 Million at end of FY12-13 • This is $1 Million worse than Jun’06 Forecast • The Forecast still assumes 0.65 Mill Voted Operating Millage is renewed for FY08-09 and beyond • The increase in Ballenger Trust income made a significant improvement in the revenue base • Future state aid is difficult to predict • Short-term savings and flexibility continues to be key • Long-term strategy of reducing compensation costs continues as focus on expense side

  28. CAPITAL FUNDING

  29. Capital Funding • Funding Sources : • $45 M Voted Bond Authority Passed June 2004 • -$15 M Series 2004 was spent from 2004-2006 • -$15 M Series 2006 to be spent by Apil 2008 • =$15 M Remaining voted authority • +$13 M Commitment of Operating Funds • +$ 7 M projected from Student Tech. Fees • =$50 M Secured from now through 2011 • $4 M pending approval from State Capital Outlay • Future needs will require ongoing deferral and continued requests for voted bond authority and state capital outlay assistance

  30. FUTURE OUTLOOK: Next Steps and Key Issues for Consideration

  31. FUTURE OUTLOOK: STRATEGIC PLANNING VISION…STUDENTS. MCC is a future-focused organization where student success and student learning come first. RESOURCES ARE VITAL. On the local level, MCC is reliant on tax base revenue and tuition for 2/3 of budget, and therefore vulnerable to area population shift, changing demographics, and rapid loss of manufacturing sector employment. “ HIGH PERFORMANCE = FOCUS. MCC is called upon to be many things to many people; as a result, we must develop the ability to prioritize and focus our efforts on the most critical of our services and functions in order to effectively accomplish our institutional mission. (exerpts from draft 2007-2012 strategic planning documents; from AQIP MCC’s Strategy for Action workbook )

  32. Summary of College Financial Indicators (from Draft 2007-2012 Strategic Planning Documents) • MCC is financially stable and manages its resources well in spite of negative external conditions • Long-term financial challenges are present and must be addressed • State support proportion not expected to increase much if at all • Millage renewal in ’08 is absolutely critical • Voted bond authority renewal in ’10 is also critical • Emphasis on performance funding will increase • Pressure to maintain affordability will continue • Strategic plans should drive the budget, and not the other way around • Efficiency improvements must continue with operating budget

  33. Some Enabling Steps: • Successfully renew 0.65 Operating Millage within 2007-08 and Voted Bond Authority by 2010 • Reduce Compensation costs – Long-term budget challenge remains to control rising expenditure levels • Continue to study Academic and Service Operations for contribution to student learning and success, strategic fit, efficiency, feasibility • Position for flexibility to offset results of diminishing proportionate state support • Support continuous improvement projects and strategy with budget commitment and resource allocation • Help grow and better utilize resources of the Foundation for MCC

  34. BUDGET PLANNING Next Board Actions— • FY06-07 Final Budget Amendment: • FY07-08 Initial Budget: • June 2007

  35. Questions or Comments?For More Information:Details are Provided with Board Resolution 1.28 MCC Board of Trustees Committee of the Whole Meeting January 22, 2007 Kelli Sproule, Chief Financial Officer 810-762-0525, Kelli.Sproule@mcc.edu

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